Descriptive Design Study: A Building-Facility Renewal Planning Study

Whelton, Michael; Ballard, Glenn

doi:10.1142/s1609945102000047

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Industrial Context: Project Definition Phase1

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2009

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“…The most of strategic decisions are made within this phase. Whelton and Ballard (2002) have conducted a research on the importance of this phase and found that almost 80% of the product and process are specified in this phase. The decision-making is also an engagement of enterprise resources, and therefore it implies the importance of this phase globally for one project.…”

Section: Industrial Context: Project Definition Phasementioning

confidence: 99%

Collaborative Decision Making

Janković

Zaraté

Bocquet

et al. 2009

International Journal of Decision Support System Technology

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Recent years we can hear a lot about cooperative decision-making, group or collaborative decision-making. These types of decisions are the consequences of developed working conditions: geographical dispersion, team working, and concurrent working. In the article we present two research works concerning two different collective decision situations: face-to-face decision-making and synchronous distributed decision-making. These two research studies adopt different approaches in order to support decision-making process, in view to different research objectives. Nevertheless, the conclusions show complementary aspect of these two studies.

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Section: Industrial Context: Project Definition Phasementioning

confidence: 99%